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NEW QUESTION # 1726
When reviewing a risk response strategy, senior management's PRIMARY focus should be placed on the:
Answer: C
NEW QUESTION # 1727
A project team member has just identified a new project risk. The risk event is determined to have significant impact but a low probability in the project. Should the risk event happen it'll cause the project to be delayed by three weeks, which will cause new risk in the project. What should the project manager do with the risk event?
Answer: D
Explanation:
Explanation/Reference:
Explanation:
All identified risks, their characteristics, responses, and their status should be added and monitored as part of the risk register. A risk register is an inventory of risks and exposure associated with those risks. Risks are commonly found in project management practices, and provide information to identify, analyze, and manage risks. Typically a risk register contains:
A description of the risk
The impact should this event actually occur
The probability of its occurrence
Risk Score (the multiplication of Probability and Impact)
A summary of the planned response should the event occur
A summary of the mitigation (the actions taken in advance to reduce the probability and/or impact of the
event)
Ranking of risks by Risk Score so as to highlight the highest priority risks to all involved.
Incorrect Answers:
A: Control management charts are not the place where risk events are recorded.
B: This is a risk event and should be recorded in the risk register.
D: Risks that have a low probability and a low impact may go on the low-level risk watch-list.
NEW QUESTION # 1728
Which of the following would MOST likely lead to misaligned outcomes from enterprise architecture (EA)?
Answer: C
Explanation:
The correct answer is B because enterprise architecture exists to align enterprise structure, processes, systems, data, and technology with business objectives. If EA artifacts are incompatible with business objectives, the architecture outputs will directly drive misaligned decisions, investments, and controls. ISACA states that the purpose of enterprise architecture is to ensure that enterprise structure aligns with business goals and that processes, systems, and technologies are integrated effectively.
The uploaded CRISC notes also support the same principle: business objectives and operations are crucial when defining risk management strategies, strategic planning and business requirements should drive the IT plan, and enterprise security architecture exists to align security strategies across the enterprise.
A, C, and D may create weaknesses or incomplete architecture, but they are not as directly responsible for misaligned outcomes as EA artifacts that are incompatible with business objectives.
NEW QUESTION # 1729
Who is accountable for authorizing application access in a cloud Software as a Service (SaaS) solution?
Answer: C
Explanation:
The business unit owner is accountable for authorizing application access in a SaaS environment because they
are responsible for aligning access controls with business needs. They determine the roles and permissions
needed to ensure operational effectiveness while adhering to the principle ofAccess Managementin the
CRISC framework.
NEW QUESTION # 1730
An organization discovers significant vulnerabilities in a recently purchased commercial off-the-shelf software product which will not be corrected until the next release. Which of the following is the risk manager
' s BEST course of action?
Answer: D
Explanation:
The risk manager's best course of action when discovering significant vulnerabilities in a commercial off-the- shelf software product is to review the risk of implementing versus postponing with stakeholders. This means that the risk manager should assess the potential impact and likelihood of the vulnerabilities being exploited, as well as the benefits and costs of using the software product. The risk manager should also consult with the relevant stakeholders, such as the business owners, the IT department, the security team, and the vendor, to understand their perspectives, expectations, and requirements. Based on this analysis, the risk manager should decide whether to proceed with the implementation, delay it until the next release,or look for alternative solutions. The risk manager should also document and communicate the decision and the rationale behind it, and monitor the situation for any changes or new developments.
The other options are not the best course of action, because:
Running vulnerability testing tools to independently verify the vulnerabilities is a useful step to confirm the existence and severity of the vulnerabilities, but it is not sufficient to address the risk. The risk manager still needs to evaluate the trade-offs between implementing and postponing the software product, and involve the stakeholders in the decision-making process.
Reviewing the software license to determine the vendor's responsibility regarding vulnerabilities is an important step to understand the contractual obligations and liabilities of the vendor, but it is not enough to mitigate the risk. The risk manager still needs to consider the impact and likelihood of the vulnerabilities, and the benefits and costs of the software product, and consult with the stakeholders to decide the best course of action.
Requiring the vendor to correct significant vulnerabilities prior to installation is an unrealistic and impractical option, as the vendor has already stated that the vulnerabilities will not be corrected until the next release. The risk manager cannot force the vendor to change their schedule or priorities, and may risk damaging the relationship with the vendor. The risk manager should instead work with the vendor to understand the nature and scope of the vulnerabilities, and the expected timeline and features of the next release, and use this information to inform the risk assessment and decision-making process.
NEW QUESTION # 1731
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